In turbulent times are remote workers more vulnerable?

A tsunami of layoffs has struck the tech sector in 2023.

Google has downsized by 6%, Twitter by 10% and Meta recently confirmed plans to cull another 10,000 employees and close around 5,000 unfilled vacancies. At least 94,000 US tech workers have been made redundant – casualties of over-zealous hiring during soaring valuations of tech and startups, according to industry commentators.

The same story is heard across Europe and in the UK where 53% of tech workers are pre-emptively applying for jobs in anticipation of being made redundant. The threat of recession has put the brakes on expansion – and thrown it into reverse.

It has also made remote workers very nervous. A survey by CNBC revealed that, while 41% of in-office employees were confident of finding a new role in a month were they to lose their job, only 24% of remote workers said the same.

Why? A survey from Goodhire revealed nearly 70% of American workers worry that remote workers are seen as lazier, less committed and therefore of lower value.

Are the flexible more fireable?

Proximity bias is human nature. We connect more strongly in a shared environment - so it’s not paranoia to worry that office-based colleagues might get preferential treatment should redundancies strike. In fact, this is a feeling 78% of American workers have. A survey from Beautiful.AI revealed 60% of hiring managers agreed.

Considering 45% of American workers have stated they would take a pay cut to continue to work remotely, the world of work is showing signs of a chasm between what workers want and employers’ perspectives.

All of this creates a sense of vulnerability among remote staff - and candidates. Workers once emboldened to negotiate for flexible terms may be feeling less brave. 

Should managers care?

Managers relishing a power shift are missing the bigger picture. This is very likely a blip and not an indicator of change. It’s estimated 36.2 million Americans will work remotely by 2025.

Flexible working has brought so many benefits, it’s unlikely to be dumped at the first sign of downturn. The Adecco Group and LHH’s Global Workforce of the Future report details improvements in work-life balance, inclusivity and equity, productivity and fewer sick days. More than half of UK employees are happier when working remotely and 90% of US remote workers say they are either more or equally productive at home as in the office.

There are benefits for employers too as they no longer need to rent as much office space, pay for relocation or, increasingly, offset the carbon footprint of their employees’ commute. What’s more, with recruiters unfettered by borders, the talent pool has become a sea. What ambitious company would choose to go back to hiring at the local pond?

Aside from the risk to talent pipelines, there’s a broader issue. Nobody should feel like they are on the B team. Treating all your employees inclusively and with equity ought to be a given. Remote workers need not always be in sight, but they must always be in mind.

What should this look like, day to day?

1. All key meetings to include remote workers – no ad hoc huddles which later filter through to someone left out.
2. Regular fun stuff for everyone – like Friday quizzes - channeled through online connections.
3. Regular virtual chat sessions.
4. Regular real-life gatherings to build rapport.
5. The same data-driven metrics to measure progress and achievement regardless of where employees are sited.

Tick off this checklist and the chances of your best remote workers leaving are... remote.